Index
A
accountability, 53
activities
leadership focus on, 66
measurement of, 40
advise, level of delegation, 68
agile adoption, rates of, 62
agile teams. See teams, self-managing
agile transformation. See change
agree, level of delegation, 68
anti-patterns, leadership, 169–170
awareness, 64
B
baggage, organizational, 159–160
blame, 158
Bloom, Benjamin, 113
Bloom’s taxonomy, 113
bonuses, 118
bridges to new culture, 153–154
build test process, decision latency in, 69–73
cross-team dependencies, 71–72
decision procrastination, 73
decision-making authority, relinquishing, 70–71
group indecision, 72
Buurtzorg Nederland, 110
C
card game, for 360-degree feedback, 120–121
career paths
individual skill portfolios, 89–92
case study. See Reliable Energy case study
catalytic leadership, 3–4, 84, 87, 135–136, 142–143
challenges, organizational
difficulty in perceiving, 1
leadership style during, 10–11
multiple operating models for, 12–15
need for change created by, 6–8
change
cultural. See culture, changing
leadership of. See leadership
need for, 1
ongoing nature of, 165–166, 168
operating models during, 12–15
organizational alignment. See organization, aligning
reinforcements and rewards, 80–85
to self-managing teams. See teams, self-managing
combative leadership, 84, 85, 135–136
communication
visible versus invisible domains, 60–65
competitive leadership, 86–87, 135–136
complexity, perception of, 9–10
compliant leadership, 84, 85–86, 135–136
consolidation of support. See support, consolidation of
constructive criticism, 137
consult, level of delegation, 68
criticism
handling, 137
of past, avoiding, 155
cross-functional teams, 107–108
cross-team dependencies, 71–72, 132
bridges to new culture, 153–154
criticism of past, avoiding, 155
leadership style and, 88–89, 152–153
organizational baggage, 159–160
psychological safety, creating, 155–159
self-sustenance as measure of success, 162–163
setbacks, overcoming, 159
summarized guidelines for, 166–167
toxic culture, impact of, 74
current value, 49
customers
customer-centered change, 29–33
personas, 31
D
cross-team dependencies and, 71–72
decision procrastination, 73
decision-making authority, relinquishing, 70–71
group indecision, 72
delegate, level of delegation, 68
delivery, value stream maps of, 69
Deming, W. Edwards, 59
dependability, 28
dependencies
product, 132
skill, 132
development, leadership, 110–114
diversity, 25
Drive (Pink), 27
dual operating system model, 123, 147
E
effectiveness, of teams, 27–28
emotional intelligence, 23
empirical operating model, 12–15
employees. See teams, self-managing
empowerment of teams, 26–27, 76–85
letting go of traditional ways of working, 55–74
as threat to perceived authority, 58–59
environments, protected, 10–11
equality, empowerment of, 25
executives, support from, 139–140
existential crisis, from agile transformation
bottom-up intelligence, trusting, 94–97
reinforcements and rewards, 80–85
team success, focus on, 75–80, 89–92, 97–98
expectations, realistic, 146
explicitness, 63
external coaches, 21
external focus of goals, 48–50
F
feature team model, 130
feedback, 360-degree, 118–121, 122
G
goals
balancing internal and external focus of, 48–50
growing ability of teams to reach, 60–62
immediate tactical, 42
group indecision, 72
H
Hastings, Reed, 118
Holacracy, 166
human resources professionals, 109
humility, 23
hunger, 23
I
Ideal Team Player, The (Lencioni ), 23
immediate tactical goals, 42
impact, focus on, 28
advantages of, 37
leadership engagement and, 44–46
measurement challenges in, 38–41, 50–52
organizational culture and transparency, 46–48
inclusion, 25
incubator metaphor, 11
indecision, group, 72
individual performance
individual skill portfolios, 89–92
traditional focus on, 75–76, 97–98
“innovation center” metaphor, 11
inquire, level of delegation, 68
intelligence, bottom-up, 94–97
intermediate goals, 42, 49, 54
internal focus of goals, 48–50
invisible domain, focus on, 60–65
J-K-L
Johnson, Jim, 69
Lao Tzu, 150
leadership, 3–4, 10–11, 99, 135–136, 152–153
catalytic, 84, 87, 135–136, 142–143
cultural change and. See culture, changing
organizational alignment and. See organization, aligning
patterns and anti-patterns for, 169–170
self-serving, 146
servant, 116
team success, focus on, 75–80, 89–92, 97–98
360-degree feedback, 118–121, 122
trust, 47, 48, 65–67, 94–97, 157–158
legal professionals, 108
Lencioni, Patrick, 23
M
Machiavelli, 55
meaning of work, 28
measurement, 40
leadership engagement and, 41–44
organizational culture and transparency, 46–48
mentors, specialists as, 110
mission statements, 51
N
Netflix, 118
Nexus Framework for Scaling Scrum, The, 132
O
ongoing nature of change, 165–166, 168
operating models
traditional versus empirical, 12–15
operations professionals, 109
opposition, eliminating, 132–135
career paths and promotions, 141–142
criticism, 137
organization, aligning
career paths and promotions, 141–142
criticism, 137
gradual nature of, 147
realistic expectations for, 146
organizational baggage, 159–160
organizational challenges. See challenges, organizational
organizational change. See change
outcomes
focus on, 67
measurement of. See measurement
output, shifting to impact
accountability and oversight, 53
advantages of, 37
leadership engagement and, 44–46
measurement challenges in, 38–41
organizational culture and transparency, 46–48
outputs, focus on, 66
ownership, 64
P
past, criticism of, 155
performance reviews, 118–121, 122
personas, customer, 31
Pink, Dank, 27
Pixar, 145
plan-based status reporting, 144–146
planning, limitations of, 9–10
presence, 64
procrastination, decision, 73
product dependencies, 132
promotional rewards, 117, 141–142
protected environments, change enabled by, 10–11
psychological safety, creating, 28, 155–159
blame, accepting, 158
shared success, 158
Q-R
reinforcements and rewards, 80–85, 114–116
360-degree feedback, 118–121, 122
bonuses, 118
promotional, 117
Reliable Energy case study
complexity of challenges at, 2–4, 9–10
culture, changing, 4–6, 150–152, 159–160, 162–163
dependencies, reduction of, 4–6
leadership, 10–11, 80–85, 100–102, 104–105, 114–117
letting go of traditional ways of working, 55–74, 94–97
organization, aligning, 124–126, 133–135, 143
output, shifting to impact, 38–39, 43–45, 46–47, 48–49, 50–52
sketchnote summaries for, 171
team formation, 18–20, 22, 26–27, 29–34, 76–80, 82–84
rewards. See reinforcements and rewards
S
safety, psychological, 28, 155–159
blame, accepting, 158
shared success, 158
salary. See compensation plans
scaling
Scrum
self-managing teams. See teams, self-managing
self-perpetuating change, 163–164
self-serving leadership, 146
self-sustenance as measure of success, 162–163
sell, level of delegation, 68
Senge, Peter, 21
senior executives, support from, 139–140
servant leadership, 116
setbacks, overcoming, 159
shared success, 158
silos, organizational, 106–107
sketchnote summaries, for Reliable Energy case study, 171
skill dependencies, 132
societal impacts, leadership focus on, 67
Sociocracy 3.0, 166
software security specialists, 108
specialists, improving team effectiveness with, 108–109, 110
stakeholders, role in team formation, 102
status meetings, replacing with transparency, 143–146
strategic goals, 42, 49, 51, 54
structure, 28
success, measures of
reinforcements and rewards, 80–85
self-perpetuating change, 163–164
team success, 75–80, 89–92, 97–98
succession, plans for, 164–165
support, consolidation of, 132–135
career paths and promotions, 141–142
criticism, 137
T
teachers, specialists as, 110
team players, identifying, 22–25
team-building workshops, 103
teams, self-managing, 20, 36, 94–97
bottom-up intelligence, trusting, 94–97
career paths and promotions, 141–142
diversity, equality, and inclusion in, 25
effectiveness of, 27–28, 108–109
employee disengagement and, 62
empowerment of, 26–27, 55–73, 74, 76–85
feature team model, 130
formation of, 18–25, 35–36, 109–110
fragility of, 161
impact of decision latency on, 69–73
intrinsic motivation in, 27–28
leadership support of, 104–105
reinforcements and rewards, 80–85, 114–122, 140–142
role of leadership in, 17
role of stakeholders in, 102
team success, focus on, 75–80, 89–92, 97–98
team-building workshops for, 103
as threat to traditional organization, 58–59, 74, 76–80
trust in, 47, 48, 65–67, 94–97, 127–128, 157–158
tell, level of delegation, 68
360-degree feedback, 118–121, 122
time-to-market, 50
Toyota Production System, 59
traditional leadership behaviors, agile counterparts for, 169–170
traditional operating model, 12–15
traditional ways of working, letting go of, 55–74
letting go in small steps, 65–67
reinforcements and rewards, 80–85
team success, focus on, 75–80, 89–92, 97–98
visible versus invisible domains, 60–65
transformation. See change
creating psychological safety with, 47, 155–159
organizational culture and, 46–48
replacing false certainty with, 92–94
lack of, 48
as precondition for transparency, 47
trust-empowerment scale, 65–67
U-V-W-X-Y-Z
unrealized value, 49
value stream maps, 69
visible domain, focus on, 60–65
vision, creating, 167
workshops, team-building, 103